Business Plan 2019 – 2020

Nidderdale AONB

PURPOSE

The Business Plan sets out the way forward for the AONB Team and the Joint Advisory Committee (JAC). It contains a programme of work matched to the resources available to the JAC. The AONB Team has lead responsibility for the majority of actions in the programme, but where lead responsibility is attributed to partners such as the National Trust and North Yorkshire County Council, the Business Plan has details of work that will be carried out by the AONB Team in a supporting role.

RELATIONSHIP TO OTHER PLANS

The AONB’s 2019 - 2024 Management Plan provides the overarching framework for the Business Plan. The Business Plan translates the 49 Management Plan objectives into 127 actions in 2019/20. Actions in the Business Plan are a tactical response to Management Plan objectives. The actions will be modified and updated annually as circumstances change.

The Business Plan incorporates a series of corporate actions that are not directly linked to Management Plan objectives. They cover mainly administrative tasks that are necessary to the proper functioning of the organisation like convening and servicing JAC meetings, monitoring budgets and managing volunteers.

The 2019/20 action programme is at Appendix 1.

VISION

The Business Plan is a mechanism for achieving Vision contained in the Management Plan:

By 2050, the AONB will be:  A vibrant working landscape where rural communities, farmers, landowners and other rural businesses are working in partnership to protect natural beauty  A place where environmental limits are widely respected and a concerted effort is being made to reduce carbon emissions  Made up of a landscape renowned for its high windswept moors, ancient woodlands, livestock-grazed pasture, flower-rich meadows, historic country houses and parkland filled with veteran trees  Home to a greater abundance and diversity of wildlife compared to the 2019 State of Nidderdale’s Nature report  A welcoming destination for people seeking opportunities for recreation  A place where people can experience tranquillity and improve their feeling of well- being

ORGANISATION

The JAC was established by Harrogate Borough Council in February 1995. Membership of the JAC is as follows:

Organisation Number of Representatives

British Horse Society 1

Council for the Protection of Rural England 1

Country Landowners Association 1

Friends of Nidderdale AONB 1

Harrogate Borough Council 6

Moorland Association 1

National Farmers Union 1

Natural England 1

National Trust 1

Nidderdale Chamber of Trade 1

North Yorkshire County Council 3

Parish Councils 2

Ramblers Association 1

Ripon Cathedral 1

Yorkshire Water 1

Joint Advisory Committee The JAC’s overriding purpose is to maintain and enhance the special qualities of the AONB. The Committee’s Terms of Reference are as follows:  To promote awareness of the objectives of AONB designation, and to encourage people to appreciate and enjoy its special qualities  To promote and facilitate sustainable development in pursuit of AONB objectives  To maintain an active partnership with the local authorities that are the accountable bodies for the designation

 To advise local authorities and other public bodies about management of the AONB in line with their obligations under S85 of the Countryside and Rights of Way Act 2000  To coordinate the work of local authorities and other public bodies to maximise the benefits to the AONB  To encourage involvement by all sections of the community in the work of the Committee and of the AONB Team  To produce a Management Plan for the AONB on behalf of the local authority accountable bodies in accordance with S89 of the Countryside and Rights of Way Act 2000, to revise the Plan as necessary and to produce an annual review of progress  To agree and monitor an annual work programme for the AONB Team, and to coordinate bids for funding and other resources to facilitate implementation  To provide the local authorities and regional Government as appropriate with comments on proposals for development, and on planning and other policies insofar as they relate to the AONB  To commission research, special studies and monitoring exercises to provide the foundation for evidence-based AONB policy development

The JAC normally meets three times a year. Elections for the Chair, Vice Chair and Executive take place annually at Annual General Meeting in September.

Joint Advisory Committee Executive The purpose of the Executive is to conduct the Committee’s business outside the normal cycle of JAC meetings. It comprises the JAC Chair, Vice Chair, a representative of the ‘Special Interest Groups’ represented on the JAC together with Parish Council Member of the Committee. The Executive meets approximately every 6 weeks.

The JAC’s Constitution, which includes details of the Executive’s membership and remit, is at Appendix 2.

Accountable body Harrogate Borough Council is the lead organisation on the Joint Advisory Committee and acts as the accountable body for the AONB. The Council carries out the following functions:  Manages the AONB’s budget in accordance with its standing orders as a local authority  Employs the AONB staff and supplies a full range of HR support services  Provides management oversight of the AONB’s work by allocating Departmental responsibility as appropriate  Supports elected Member involvement in the AONB’s Joint Advisory Committee  Provides office accommodation  Ensures that the AONB’s work is compliant with relevant legislation  Exercises planning control and reflects AONB Management Plan objectives in Local Plan policy  Promotes the designation in its dealings with outside bodies

RESOURCES

In 2019/20, the AONB Team comprises 5 Full Time Equivalent staff:

Staff Member Position Hours

Beth Bishop Information Officer 22 hours

Paul Burgess AONB Manager 22 hours

Helen Byron Development Team Leader 15 hours

Alice Crosby Wild Watch Project Officer 22 hours

Kelly Harmar Biodiversity Project Officer 22 hours

Christy Irish Land management administrative support (contract post) 7.5 hours

Sarah Kettlewell AONB Manager 15 hours

Sarah Kettlewell Development Team Leader 7.5 hours

Liz Milner Volunteer Coordinator 22 hours

Jackie Smith Water Environment Grant Project Officer (contract post) 15 hours

Marian Wilby Land Management Team Leader 37.5 hours

EXISTING ORGANISATIONAL STRUCTURE

Head of Planning & Development (Harrogate Borough Council)

AONB Manager

Information Officer

Development Team Leader

Wild Watch Project Officer

Biodiversity Project Officer

Volunteer Coordinator

Water Environment Grant Project Officer

Land Management Team Leader

Land management administrative support

FINANCIAL INFORMATION

The AONB budget is part of Harrogate Borough Council’s Planning and Development Business Unit budget that is approved annually by elected Members of the Council. The core AONB budget provides for:  The cost of employing AONB staff  Office accommodation  Partnership budget (e.g. newsletters, volunteer support)  Partnership running costs (e.g. JAC administration) A project budget is linked to implementation of Management Plan objectives. The value of the total budget will be £582,176 in 2019/20 financial year.

RISK

This section of the Business Plan identifies the organisational and financial risks that could undermine progress towards implementation of the objectives in the 2019 - 2024 Management Plan, and sets out proposals to mitigate these risks.

6.2 Organisational risk

Risk Level of risk Mitigation

1 Reputational damage Implementation of AONB Management Low Ensure that the JAC’s programme Plan objectives cannot be enforced and commands stakeholder and success depends on successful community support by engaging partnerships with stakeholders and the key representatives and consulting community. Reputation is important in advance on new programme therefore, and could be damaged if the commitments organisation became associated with an unpopular action or a controversial issue linked to a development proposal or a controversial conservation campaign such as badger culling.

2 Decline in partner support Joint initiatives with delivery partners Medium Underpin delivery partnerships like Natural England and National Trust with Memorandums of are essential to Management Plan Agreement/Understanding where implementation. These partnerships possible. are vulnerable to changes in organisational priorities. Promote success and ensure that Support by partners represented on partner aspirations for the AONB the JAC, including local authorities, is are reflected in the JAC’s vital to maintaining the AONB’s programme mandate. Changing organisational priorities could be very disruptive.

3 Staff turnover AONB team members act as Medium Value the contribution made by ambassadors for the designation. AONB staff Turnover is very low and individual members of the team have established fruitful and productive working relationships with a large number of individuals and organisations.

6.3 Financial risk

Risk Level of risk Mitigation

1 Declining Defra grant Defra’s grant to AONBs has fluctuated High Target reduced funding on top in line with Government spending priorities. plans. It is likely to continue to do so. Develop and implement a fund- raising strategy designed to broaden the AONB’s funding base.

Increase involvement of volunteers.

Align programme commitments with partner funding priorities

2 Declining local authority grant Target reduced funding on top North Yorkshire County Council’s grant High priorities. has tracked the Defra cuts over the same period. Develop and implement a fund- raising strategy designed to Harrogate Borough Council has not broaden the AONB’s funding base. reduced its funding but continuing downward pressure on its budgets may Increase involvement of volunteers. force the Council to make cuts Align programme commitments with partner funding priorities

Consolidate elected Member support

Appendix 1

2019/20 Action Programme

Management Plan objectives Lead Action by AONB Team Climate change 1. Support work by moorland land YPP Include moorland restoration options in managers and the Yorkshire Peat two Higher Tier Countryside Partnership to increase the carbon storage Stewardship applications capacity of Nidderdale’s moorlands 2. Increase woodland cover to bring the AONB Agree scope of review with partners, AONB into line with nationally agreed produce a project specification targets and review Nidderdale’s 2006 AONB Obtain grant funding to carry out the Woodland Opportunity Plan to identify new review area for woodland expansion and creation 3. Provide help and advice to farmers on AONB Develop a specification for the project emissions reduction by supporting in conjunction with partners preparation of farm business plans with AONB Facilitate preparation of Natural Capital carbon reduction targets and climate Plans for 10 farms as part of the NELMS change adaptation measures Trial programme 4. Work with land managers and partner Wildfire Attend meetings of the Group organisations to reduce the risk of Group moorland wildfires 5. Support work to reduce the impact of Yorkshire Implement 2019 balsam eradication Invasive Non Native Species Dales INNS plan for Upper Nidderdale Steering Group AONB Attend INNS steering group meeting 6. Implement Natural Flood Management AONB Include water management options in measures on the AONB’s river catchments Countryside Stewardship applications Landscape 1. Work with Defra to ensure the New National Include an NFM programme for the Environmental Land Management Scheme Trust Skell in the Round Two bid to NLHF delivers a positive outcome for natural National Develop a Results Based Natural Flood beauty Trust Management model for the Skell catchment in conjunction with the National Trust and JBA 2. Increase active management of the Forestry Include Woodland Improvement AONB’s woodland to improve the landscape Commission options in two Countryside Stewardship and wildlife value of semi natural Ancient & the Scheme applications Woodland and Plantations on Ancient Woodland Woodland Sites Trust

Management Plan objectives Lead Action by AONB Team 3. Underground overhead power lines Northern Identify 3 undergrounding priorities in where they cause harm to open landscapes, Powergrid the area south of the A59 the setting of heritage assets and features of the historic environment AONB Attend meetings of Northern Powergrid's National Park/AONB Undergrounding Steering Group Wildlife 1. Ensure that at least 25% of designated Natural Target Higher Tier Countryside wildlife sites are in Favourable Condition by England Stewardship application advice and 2024 support to land managers whose land includes designated sites 2. Ensure that at least 50% of Sites of AONB Produce SINC management strategy Importance for Nature Conservation are AONB Attend meetings of the NYCC SINC maintained in accordance with conservation panel management plan objectives 3. Improve management of Priority Habitats AONB Include Priority Habitat/Species action outside designated sites so that 50% are in in Nature Recovery Plan (see W2 3) favourable or recovering condition by 2024 AONB Produce a Special Interest Verge management plan. AONB Produce a meadow restoration plan AONB Organise 6 botany volunteer group events AONB Complete the NVC modelling contract 4. Work with land owners, moorland Operation Collaborate with shooting estates and managers, the police and others to Owl Moorland Gamekeepers on actions safeguard Birds of Prey and prevent their agreed by the Raptor Persecution illegal persecution in the AONB Priority Delivery Group 5. Continue to monitor populations of AONB Produce a survey and monitoring action wildlife species targeted by The Wild Watch plan including a programme of eDNA and continue The Wild Watch’s Citizen surveys Science initiatives AONB Organise and deliver a minimum of 6 wildlife focussed training events for gamekeepers, landowners and volunteers AONB Organise and deliver a minimum of 6 outreach events engaging young people and families in wildlife AONB Oversee production of the final Habitat Suitability Model report for 10 species of national conservation concern AONB Manage the National Vegetation Classification habitat sampling contract including preparation of the final report and map

Management Plan objectives Lead Action by AONB Team 6. Publish a 2019 State of Nature Report AONB Obtain grant funding and let contracts and a Nature Recovery Plan and work with for preparation of the State of Nature the North and East Yorkshire Ecological Report and development of a Nature Data Centre to ensure access to verified Recovery Plan data on Nidderdale’s wildlife habitats and species is available to everyone who needs it 7. Work with the Northern Upland Chain AONB Attend LNP Board meetings Local Nature Partnership on habitat AONB Attend Adder steering group meetings restoration and expansion for curlew and AONB Implement actions on Curlew identified adder by the LNP Board AONB Implement actions on Adder identified by the LNP Board AONB Include options for waders in two Countryside Stewardship applications 8. Conserve, enhance and restore aquatic AONB Implement fish passage programme on and riparian habitats the Laver as part of the Water Environment Grant programme AONB Implement Natural Flood Management measures on the Crimple as part of the Water Environment Grant programme AONB Implement actions contained in the River Nidd Catchment Sensitive Farming programme 9. Increase awareness of the impact of AONB Obtain grant funding and let contract Chalara on ash to promote the benefits of for preparation of a Woodland woodland management in responding to Opportunity Plan threats from pests and diseases AONB Identify 10ha of land for new native woodland planting in conjunction with the Harrogate District White Rose Forest steering group AONB Include Woodland Capital Grant options in one Countryside Stewardship application AONB Negotiate woodland adviser partnership agreement with the Woodland Trust 10. Reduce the number of heritage assets in Historic Agree a strategy with Historic England the AONB listed in Historic England’s ‘At England Risk’ register Living and Working 1. Support the preparation and AONB See Climate Change Action 3 implementation of whole farm plans that encourage the setting of goals based on rigorous budgeting and financial analysis

Management Plan objectives Lead Action by AONB Team 2. Provide farmers and landowners with AONB Support preparation of 3 Higher Level practical help and advice on Environmental and 10 Mid-Tier Countryside Land Management Scheme grant Stewardship applications applications See Climate Change Action 3 3. Work with partners and local businesses AONB No action planned for 2019/20 to create apprenticeships linked to land management 4. Support farming industry-led initiatives AONB Organise 10 events for the Skell including Facilitation Funded groups in Facilitation Fund group Upper Nidderdale and the Skell Catchment, the Northern Upland Chain Farmer Panel Yorkshire Organise 3 events for the Upper and the Yorkshire Dales Farmer Network Dales Nidderdale Facilitation Fund group Farmer Network AONB Attend meetings of the Northern Upland Chain Farmer Panel 5. Work with the Farming Community Rural Establish partnership Network to combat the effects of rural Community isolation and uncertainty about the future Network of the industry 6. Support Yorkshire Water’s plans to AONB Negotiate expansion of existing expand the network of Beyond Nature partnership and agree specification for Farms a Beyond Nature programme officer with Yorkshire Water 7. Record and conserve the historic National Attend Skell Project Board meetings landscape of the Skell Valley Trust AONB Attend Skell Project Working Group meetings 8. Deliver the Upper Nidderdale Landscape AONB Convene and provide secretariat role at Partnership Legacy Plan meetings of Landscape Partnership Board twice per year to share information and discuss legacy plan implementation AONB Maintain NCV skill-base to ensure volunteers have skills required (e.g. to maintain flagship heritage sites) AONB Monitoring and maintenance of the 4 flagship heritage sites in liaison with landowners (recorded on UNLPS management and maintenance plans): Fishponds Woods, Prosperous Lead Mining Landscape, Lodge and Scar Villages and Wath Mill

Management Plan objectives Lead Action by AONB Team 8. Deliver the Upper Nidderdale Landscape AONB Enable Upper Nidderdale farmers to Partnership Legacy Plan, cont. contribute to national discussions about farming post-Brexit through the Northern Upland Chain Local Nature Partnership Farmer Panel AONB Monitor success of habitat restoration works by coordinating and recording results of on-going regular volunteer surveys AONB Influence national debate on new agri- environment support mechanisms (case studies on results-based schemes; potential to include continued professional development as part of scheme) AONB Annual survey of routes to identify any maintenance requirements or route changes and small-scale maintenance to routes when required AONB Maintain usable archive of trail leaflet design files. Annual review of online trail leaflets (including Nidderdale Way guide) and audio guides with modifications where required AONB Annual survey of interpretation panels and information points to identify any maintenance requirements. Small-scale maintenance to panels and information points as required AONB Maintain usable archive of interpretation and information panel design files AONB Annual review of information on site to ensure up to date (visitor information) AONB Re-launch NiddFest in 2018 with sustainable business model that enables festival to develop and grow AONB Maintain wildlife webcams AONB Run public events linked to Landscape Partnership’s work to maintain awareness of sites, projects, etc. AONB Organise Wath Mill open days AONB Continue promotion of scheme’s work via social media AONB Achieve dark skies designation for AONB to build on existing dark skies tourism promotion

Management Plan objectives Lead Action by AONB Team 9. Revise and update the 2004 Landscape Harrogate Agree project outline with Harrogate Character Assessment of the AONB to Borough Borough Council create a vibrant portrait of what makes Council Nidderdale’s landscape distinctive, different and nationally important 10. Work with planning authorities and AONB Respond to planning consultations regulatory bodies to ensure expansion of renewable energy generating capacity does not have an adverse impact on wildlife or landscape 11. Oppose proposals for major AONB Respond to planning consultations development and applications for smaller scale development that conflict with the purposes of designation within the AONB and outside the designated area where this would affect land within it

Planning & development 1. Work with applicants to ensure AONB Provide pre-application advice development proposals are consistent with AONB objectives 2. Contribute to the evolution of planning AONB Develop Biodiversity Net Gain policy policy affecting the AONB 3. Work with community organisations to AONB Play an active part in the development adapt planning policy to local circumstances of Neighbourhood Plans 4. Support innovative proposals for AONB Respond to planning consultations sustainable future use of historic buildings and structures where this does not cause unacceptable harm to the asset or the wider landscape 5. Work with Nidderdale’s Landed Estates AONB Develop specification in conjunction to produce Whole Estate Plans covering with the CLA multiple features of heritage interest 7. Safeguard the tranquillity of the AONB AONB Secure International Dark Sky Reserve status for the AONB in conjunction with the Yorkshire Dales National Park Authority 8. Provide advice to farmers and land AONB Provide pre-application advice as part managers seeking planning permission to of business planning advice service diversify their businesses 9. Work with business to ensure proposals AONB Provide pre-application advice for new development do not harm natural beauty and deliver a net environmental gain where possible

Management Plan objectives Lead Action by AONB Team 10. Work with land and property owners to AONB Provide pre-application advice develop innovative ideas for new land uses that enhance natural beauty and opportunities for people to enjoy it 11. Work with tourism businesses on AONB Provide pre-application advice proposals for new initiatives that are founded on sustainable principles and avoid landscape harm Create more opportunities for people to enjoy the AONB 1. Gather comprehensive, reliable and up to AONB Create a team of trained ROW date information on the condition of rights surveying volunteers of way and prioritise route maintenance AONB Organise and implement a programme of ROW surveys across the AONB to check all promoted AONB walking routes annually AONB Record surveys on a central ROW surveying/maintenance database NYCC Provide NYCC with data on condition of designated walking trails created by the Upper Nidderdale Landscape Partnership 2. Support work by partner organisations Sustrans Play an active part in project steering and others to develop the Nidderdale groups Greenway 3. Improve the condition of the Nidderdale NYCC Provide NYCC with data on condition of Way selected parts of the route 4. Provide environmental advice to AONB Promote guidance on Social Media and organisers of large events drive organisers to website pages 5. Work with health organisations to AONB Develop prospectus in conjunction with develop plans for environment-based health organisations therapies and social prescribing 6. Seek to prevent illegal vehicular use on AONB Identify locations for additional vehicle public footpaths and bridleways heritage of restriction signs the AONB and its enjoyment by the public 7. Carry out an environmental assessment AONB Agree survey methodology with NYCC of all Unsurfaced and Unclassified Roads 8. Publish an action plan for all Unsurfaced AONB Agree plan structure with NYCC and Unclassified Roads currently used by recreational vehicles 9. Work with local historians, archaeologists AONB Convene project steering group on development of a heritage hub to act as a network for identifying new areas of research, to coordinate storage and collation of research outcomes and to organise talks, training and other events

Management Plan objectives Lead Action by AONB Team 10. Support initiatives designed to increase AONB Organise a heritage forum awareness and understanding of archaeology and the historic environment Increase understanding of AONB special qualities 1. Implement and monitor a PR campaign AONB Manage PR Agency contract holding targeted at the AONB’s key audiences monthly meetings AONB Establish a monthly monitoring and evaluating procedure for the website/social media platforms AONB Review content of the 3 AONB websites AONB Produce a communication plan identifying audiences and key messages in line with the new management plan. AONB Maintain and develop social media channels with a minimum of 3 new posts per week AONB Produce 3 residents e-newsletter per year AONB Produce 1 visitor publication per year AONB Manage and promote the AONB events programme 2. Monitor landscape change by publishing AONB Use relevant environmental indicators data in an annual report in the ‘Framework for Monitoring Environmental Outcomes in Protected Landscapes' Corporate 1. Maintain governance structures AONB Organise 3 JAC meetings AONB Organise 8 JAC Executive meetings 2. Data management AONB Maintain AONB data sets and respond to data requests from the AONB team 3. Volunteers AONB Maintain the volunteer contact database AONB Undertake a skills audit of volunteers AONB Create a six month rolling training programme for all volunteers (walling and NCV) AONB Produce 2 volunteering in the AONB e- newsletters AONB Celebrate the work of the volunteers providing PR and entering volunteers for awards AONB Implement a charging policy across work sites

Management Plan objectives Lead Action by AONB Team 3. Volunteers, cont. AONB Manage the volunteer barn and equipment implementing a bi-annual building and tool inspection. 4. Maintain staff team AONB Line management of the AONB team AONB Organise monthly team meetings 5. Budget management AONB Convene monthly finance meetings AONB Administer annual Defra grant application and grant claims procedure 6. Support Friends of Nidderdale AONB AONB Attend 6 meetings of the Friends of the AONB Trustees committee AONB Support Trustees to manage the resilience fund contract and review of the Friends organisation 7. Biosecurity AONB Create and implement a risk assessment including biosecurity measures AONB Create a suite of biosecurity information for the AONB website and social media platforms AONB Ensure biosecurity kits are used and maintained by volunteers and staff

Appendix 2

NIDDERDALE AREA OF OUTSTANDING NATURAL BEAUTY JOINT ADVISORY COMMITTEE

Constitution

OCTOBER 2007

1.0 TERMS OF REFERENCE

The JAC’s overriding purpose is to maintain and enhance the special qualities of the AONB. The Committee’s Terms of Reference are as follows:

1.1 To promote awareness of the objectives of AONB designation, and to encourage people to appreciate and enjoy its special qualities

1.2 To promote and facilitate sustainable development in pursuit of AONB objectives.

1.3 To maintain an active partnership with the local authorities that are accountable bodies for the designation.

1.4 To advise local authorities and other public bodies about management of the AONB in line with their obligations under S85 of the Countryside and Rights of Way Act 2000.

1.5 To coordinate the work of local authorities and other public bodies to maximise the benefits to the AONB.

1.6 To encourage involvement by all sections of the community in the work of the Committee and of the AONB Team.

1.7 To produce a Management Plan for the AONB on behalf of the local authority accountable bodies in accordance with S89 of the Countryside and Rights of Way Act 2000, to revise the Plan as necessary and to produce an annual review of progress.

1.8 To agree and monitor an annual work programme for the AONB Team, and to coordinate bids for funding and other resources to facilitate implementation.

1.9 To provide the local authorities and regional Government as appropriate with comments on proposals for development, and on planning and other policies insofar as they relate to the AONB.

1.10 To commission research, special studies and monitoring exercises to provide the foundation for evidence-based AONB policy development.

2.0 MEMBERSHIP

2.1 Composition

Organisation Number of Representatives British Horse Society 1 Council for the Protection of Rural England 1 Country Landowners Association 1 Friends of Nidderdale AONB 1 Harrogate Borough Council 6 Moorland Association 1 National Farmers Union 1 Natural England 1 National Trust 1 Nidderdale Chamber of Trade 1 North Yorkshire County Council 3 Parish Councils 2 Ramblers Association 1 Yorkshire Water 1 Nidderdale Chamber of Trade 1

2.2 Representation

2.2.1 In nominating representatives, the local authorities should give priority to elected Members serving wards/electoral divisions within the AONB.

2.2.2 The Chairman of the JAC shall have the right to invite representatives of other bodies to the Committee to discuss issues of relevance to the Committee’s Terms of Reference

2.2.3 A nominated Member of the Committee who is unable to attend a particular meeting shall arrange for a substitute from his/her constituent body to attend in his/her place.

2.2.4 Local authority Member representatives shall have the right to be accompanied at meetings of the JAC by appropriate officers in an advisory capacity.

2.3 Roles and Responsibilities of JAC Members

2.3.1 Members should play an active role in the JAC’s work by attending Committee meetings, contributing to Working Parties, by representing the JAC in other organisations as appropriate, and by attending events and other activities organised by the JAC or the AONB Team.

2.3.2 JAC Members will be expected to take account of both local and national interests in their contribution to the work of the JAC, recognising that the AONB is designated by Government on behalf of the nation while ensuring that the pursuit of conservation objectives must not adversely affect the AONB’s economy or rural communities.

2.3.3 Members will be expected to take a particular interest in strategic issues such as conservation, recreation, planning, access, land management and resource issues including sustainable development.

2.3.4 All JAC Members should take every opportunity to promote the objectives of AONB designation by disseminating information about the work of the JAC and the AONB Team throughout their host organisations and to the wider public.

3.0 STRUCTURE OF THE JAC

3.1 Chair and Vice Chair

3.1.1 The Chair and Vice Chair of the Committee will be elected annually (see clause 000). Nominations for either post shall be open to any elected member appointed to the JAC by either North Yorkshire County Council, Harrogate Borough Council or a representative of the parish councils in the AONB.

3.1.2 The Chair will conduct the business at meetings of the Committee and of the Management Board (see clause 000), and will normally represent the JAC in dealings with outside bodies unless this is delegated to another Member.

3.1.3 The Vice Chair will substitute for the Chair in these roles as necessary.

3.2 JAC Executive

3.2.1 The Executive will be elected annually. It will consist of  JAC Chair  JAC Vice Chair  A Parish Council representative  A representative of the ‘Special Interest Groups’ represented on the JAC (see Appendix 1)  A member of Natural England’s staff

Officers of the local authorities will be invited to accompany elected representatives in an advisory capacity.

3.2.1 The Executive will:

a) Represent the JAC’s interests outside the normal cycle of JAC meetings b) Ensure that JAC Members are kept informed of progress and of any business conducted outside the normal cycle of JAC meetings. c) Plan meetings of the Committee. d) Receive reports on progress towards annual targets for the AONB Team identified in the annual Service Delivery Plan, and on budgets and funding, and make recommendations to the JAC as appropriate.

e) Advise the local authorities on AONB staffing issues f) Receive reports from Working Parties set up by the JAC and make recommendations to the JAC as appropriate. g) Receive reports from the Officers Technical Group as necessary. h) Advise the AONB Officer on JAC responses to planning consultations in accordance with the procedures agreed with the local authorities (see Appendix 2). i) Agree responses to policy and other consultations initiated by national or regional Government, by local authorities or by organisations with an interest in rural affairs. j) Consider proposed changes to the AONB Management Plan.

3.3 AONB Annual Conference

3.3.1 The JAC will organise an Annual Conference of community organisations, Parish Councils, amenity groups and local societies, youth groups, AONB Volunteers and Friends, and individuals with an interest in the work of the JAC and the AONB Team.

3.3.2 The aim of the Conference will be to inform the wider community about the work of the JAC and the AONB Team, to outline past progress and future projects.

3.5 Working Parties

3.5.1 Working parties will be convened by the Management Board to investigate specific issues and make recommendations to the Board and the JAC.

3.5.2 Working Parties will be chaired by a member of the Management Board. The Board will nominate Working Party members who will be drawn from the JAC, the Officer’s Technical Group, individuals with expertise in the issues under investigation and from organisations not represented on either the JAC or the Officer’s Technical Group whose remit is relevant to the Working Party’s interests.

4.0 OPERATION OF THE COMMITTEE

4.1 JAC Meetings

4.1.1 There will be at least two business meetings and one Annual General Meeting of the Committee annually. In appropriate circumstances at the discretion of the Chair, additional meetings shall be held as necessary.

4.1.2 The Annual General Meeting of the Committee will take place in the autumn. This meeting will:

a) Elect a Chair and Vice Chair b) Elect members of the Executive

4.1.3 Wherever possible, meetings of the JAC will be held at a venue within or close to AONB and will normally be held in open session with access for press and public. Exceptionally, at the discretion of the JAC, individual matters may be considered in private session.

4.1.4 Administrative support for the Committee shall be provided by Harrogate Borough Council.

4.1.5 It is hoped that the Committee should normally be able to reach agreement on recommendations by discussion and consensus, but where required each Member or substitute shall be entitled to one vote.

4.1.6 An agenda shall be circulated at least one week before each meeting and constituent authorities and organisations shall notify items in time for them to be included on the agenda.

4.1.7 No business shall be transacted at a meeting unless both North Yorkshire County Council and Harrogate Borough Council are represented and unless there are a minimum of six members of the Committee present

5.0 CONSTITUTION

5.1 The Constitution of the JAC shall be open to review only at the Annual General Meeting. Proposed variations shall normally require the agreement of Harrogate Borough and North Yorkshire County Councils.

Constitution: Appendix 1

List of Special Interest Groups represented on the Joint Advisory Committee

Country Land and Business Association National Farmers Union National Gamekeepers Association Moorland Association Council for the Protection of Rural England National Trust Nidderdale Chamber of Trade Yorkshire Water Ramblers Association Friends of the Nidderdale AONB British Horse Society

Constitution: Appendix 2

SCHEME FOR CONSULTATION BETWEEN THE LOCAL PLANNING AUTHORITIES AND THE AONB JOINT ADVISORY COMMITTEE

General

1. This draft scheme is intended to define, in agreement with the local planning authorities, the scope of the AONB Joint Advisory Committee’s involvement in planning matters.

2. It sets out arrangements whereby the Joint Advisory Committee will be consulted upon planning policy documents affecting all or part of the designated AONB, together with the more significant planning applications. It also commits the Joint Advisory Committee to carry out and make an annual report on development trends within the AONB.

3. This scheme has been agreed with the local authorities.

Planning Policy Documents

4. The relevant planning authority will consult the Joint Advisory Committee on all planning policy documents, or proposed amendments/modifications to them, affecting all or part of the Nidderdale AONB.

Planning Applications

5. The relevant planning authority will consult the Joint advisory Committee on applications under the Town and Country Planning Acts, and consultations by statutory authorities, within, or likely to affect the landscape character of the Nidderdale AONB.

a) Residential Development: applications involving 10 or more dwellings (or where a number of dwellings is indicated the site area is 0.5 hectares/1.25 acres or greater), except where the site is allocated for residential use in an approved plan.

b) Other major developments: applications for non-residential development involving 1000 square metres/10, 760 square feet or floorspace or where the site area is 1 hectare/2.5 acres or more, except where the site is allocated for the proposed use in an approved plan.

c) Minerals and Waste Disposal: all applications involving new or extended operational areas of 1 hectare.2.5 acres or more.

d) Major road proposals: all applications and consultations by the relevant highway authorities.

e) Utilities and other infrastructure: all applications for the following forms of development.

i) Overhead electricity lines and facilities for transmission over 33KV. ii) Cross country pipelines or similar installations.

iii) Construction of significant water resource or sewage treatment facilities. iv) Renewable energy developments. v) Telecommunication towers.

f) Development of a navel nature which may have an effect on the landscape character of the AONB and/or set a precedent.

Monitoring and research

7. The Joint Advisory Committee will monitor and carry out research into development trends in the Nidderdale AONB and make an annual report to the local planning authorities.